American Civil War High School Essay Example | Topics and Well Written Essays - 500 words

American Civil War High School - Essay Example Another reason why the south lost is that the troops faced major problems in battle. These problems were as a result of lack of a good communication channel, communication barriers led to a lack of information and in the case where a group attacked it were difficult to get help and enforcement from the other troops. The southern troops also lacked unity and many were not confident in winning the battle and this eventually gave the north an opportunity to win the battle. Therefore the south lost due to lack of unity, lack of communication channels, poor organization and lack of experience in battle. In my own view there is no way that the south would have won with all the disadvantages they had compared to the north, they took these opportunity and won the battle. The north won the battle due to the fact that they had more soldiers compared to the south, also the soldiers were experienced, well trained and well armed then the south, transport and communication networks were better than those of the south region and this made it easier for transportation of arms and reinforcing battle fronts.

Master Level - Academic Marketing - Research, Theory and Practice in Essay

Master Level - Academic Marketing - Research, Theory and Practice in Marketing - Essay Example The strategy therefore, was viable in the given restrained parameters and yielded results that satisfied both the customers and the retailers of the time. On the contrary, today, the technological advancements have brought forth an explosion of information that is easily accessible to public through the internet and other media like television, radio, mobile phones etc. The internet has made it easy for the customers to become aware of the product details including its availability at competitive prices which has precipitated the need to develop a whole new perspective for a new marketing technique. Hence one needs to be more open when Shultz say that it is the end-users who now control the markets rather than the marketers. It is equally true that though, the technology in its wake has inundated the market with variety of products which has given the customer plenty of option, the seller is left with the cut throat competition that must be met urgently. It therefore becomes all the more important that the sellers need to introduce new techniques and brands that would, not only attract the customers but also retain them. The customer, while remaining the main point of any marketing techniques, no more commands the sole attention. The emerging technology has necessitated the incorporation of the whole system within which the product is marketed. Hence any successful marketing must address the system as a whole. Shultz has come up with the theory of ‘triad’ comprising of marketers, customers and the employees who must be considered as a unit for a market strategy to succeed. Shultz asserts that these three elements where employees also include the retailers, distributors, agents and the sales force, play a vital role in marketing of the product. Today the concept of market has changed so much so that instead of customer going to the ‘product’, the product ‘comes’

Problem Solving Action Form Essay Example | Topics and Well Written Essays - 750 words

Problem Solving Action Form - Essay Example The primary goal of this action plan is to reduce the drastic crimes throughout the community against the elderly. Specifically, it aims to achieve a 25% reduction in the incidence of the said street crime. Discussion In order to attain the departmental objective, the Bailey Police Department has laid out their necessary projects or programs for this action plan. The plan includes the increase of the number of field interviews by all officers on the watch in order to check all the crimes against the elderly so that it will be monitored and determined if how such crime occurred, and when the offenders commonly attack. It will also be included in the action plan to monitor crime analysis by each reporting district and location in order to identify the hotspot areas in the community where robbers usually performed their activities. The police department will also initiate a business watch and liaison program with local merchants in order to prevent armed robberies in the area as well as to maintain peace and order within the business vicinity. And this can be achieved by maintaining periodic observation and increasing of police enforcement in the area. The department will also initiate and increase patrol of officers on bikes, cars and foot patrol during the holiday season throughout the community. ... Aside from those, the unit action plan also considered the involvement of the community in solving the issue by formulating a neighborhood watch program. In order to do so, the police department will be conducting a town hall meeting to inform and keep them aware regarding of this issue. The police department will also remind the community to be cooperative and vigilant or alert if ever they see or observe anyone in the area who has suspicious actions and to call 911hotline for emergency assistance and or report to patrol officers. The effective implementation of this action plan lies in the hand of the personnel involved. And these include the chief of police or sheriff, police officers and assigned watch personnel. It is the prime responsibility of the police department chief or head to look over whether the plan is working towards their objective. Likewise, the police officers and watch personnel will be responsible in performing their specific assigned tasks. The involved personn el will also work closely with other units such as the crime prevention unit, investigation unit and the compstats and will be deployed in the community in order to increase police visibility in the hotspot locations to reduce street crimes. Since, the Bailey Police Department is composed of 14 police officers; it will be divided into two squads in order to patrol and monitor the community 24 hours a day, 7 days a week in alternate schedule. In the implementation of the said programs and projects, the department will be utilizing the normal assigned equipment for the police officers such as the service handgun and ammunition, holster, portable radio with carrier, handcuffs, binocular, night vision devices and

Consulting assignment Essay Example for Free

Consulting assignment Essay What are the potential sources of the problem? The source of these problems seems to be coming from two areas in Interwest Healthcare. The first area is the miscommunication that the hospital administrators are having with upper management. The hospital administrators and upper management are not only having miscommunication issues but they also do not share the same role expectations with each other which is creating tension. â€Å"The hospital people accused Singh of being a bureaucrat who did not care about patient services. Singh accused the hospital staffs of not understanding the importance of accurate reporting† (Brickley, Smith Zimmerman 2009 p. 38). The second area is the system or process that is in place for recording and entering data. The current process is clearly not running at an efficient rate which is raising concerns for upper management. Even though hospital administrators do not see to eye to eye with upper management the concerns that they have are valid and can have a very negative impact on Interwest Healthcare if the issue is not resolved. What information would you want to analyze? The first information that would be analyzed is the process that is done to record and enter data for patients. It is important to gain as much information as possible regarding the data entry because that is the root of the whole issue between hospital administrators and upper management. Another area that would be analyzed is the workplace with emphasis on how time is managed and the importance employees put on data entry. It is important to gather and analyze as much information as possible on the source of the problem. By gaining and analyzing the information it would help Interwest Healthcare make progress on the data entry issue which will put them in a better position to succeed. What actions might you recommend to increase the accuracy of the data entry? The first point of action would be streamlining and simplifying the data entry process. By completing those it would not only increase the accuracy of the data entry but it would also decrease the burden on the hospital administrators. But before any changes to the data entry process are made it is important to communicate directly to the hospital administrators. It is important to have the hospital administrators on board with the changes that will be made with the data entry process. By gaining the hospital administrators consent with the changes this will allow a smoother transition for the data entry change and it could provide a positive change to the workplace. As for the changes to the data entry it would most likely be a simple computer process along with small piece of paperwork. It would be best to have some sort or paper record on file that would need to be alphabetized along with a simple computer program. The computer program would help ensure accuracy and would have the patient’s data record on file which will be easy to locate. There would be very little paper work for the process mainly because it takes up space and takes more time to record. The paper work that is part of the process would simply serve as a backup if the computers were down. The key to ensuring accuracy with the data entry is to make the process as simple as possible so it would minimize the errors. How does your view of behavior affect how you might address the consulting assignment? As a consulting assignment I see Interwest Healthcare as a company in distress due to the way the hospital administrators and upper management. The way the two groups have been behaving and treating each other it is a clear sign of stress and miscommunication. One of the first tasks is to mediate the two groups and try to have everyone on the same page. There is a clear disconnect on the expectations of each other’s roles but by bringing them together the roles and expectations can be made by both parties and progress can be accomplished. In order to make progress both parties will need to be able to compromise and be willing to understand each other’s concerns and priorities. Refreneces : Brickley, J.A., Smith, C.W. Zimmerman J.L. (2009). Managerial economics and organizational architecture (5th Ed.). New York: McGraw-Hill Irwin.

A Review Of Leadership Management Essay

A Review Of Leadership Management Essay The term leadership means different things to different people. Although no ultimate definition of leadership exists (Yukl, 2002), the majority of definitions of leadership reflect some basic elements, including group influence and goal (Bryman, 1992). Leadership is one of the rare and precious human capitals. Without leaders to guide and shape decisions society would become stagnant. Within the arena of leadership there are good leaders, bad leaders, and effective leaders. All three coexist simultaneously in a world of followers. A good leader is someone who can motivate and excite people about a specific subject. They are the one who possesses many qualities. First and most important a good leader is to possess the ability to recognize whats fair, good, and honest. A good leader always sets a good example of integrity, morals, and will lead his followers in accordance with these qualities. In addition to being just a good leader must be a strong thinker. Good leader inspire workers into higher levels of teamwork, there are certain things a leader must be, know, and, do. These do not come naturally, but are acquired through continual work and study. Good leaders are continually working and studying to improve their leadership skills. Bad leaders have a tendency to turn a good organization around and burn it to the ground. They make rash decisions without discussing it with the team, for one. They dont want to share the glory with anyone at all. They want to do everything and take the credit all by themselves.This is probably one of the biggest reasons that leaders lose the respect of their team. In an organization and in a team, leader has to work or need to communicate with the team. An Effective leader is someone who manages to get people to do what they want.   It could be defined as one who exerts influence to get others to achieve the leaders objectives. An effective leader is a person with a passion for a cause that is larger than they are. The essential needs for the effective leaders are good communication, knowledge and understanding, team work, recognition and encouragement, vision, risk and innovation, ethics, flexibility with leadership styles and commitment. 2. Theories behind leadership Leadership theories in management have evolved over time into various types, with their own lines of thought. Each theory provides a model of effectively steering an organization. Adding to Kurt Lewins (1945) observation that there is nothing so practical as a good theory, Whetten (2002) suggests that only a good theory is practical. Hence, we have two successive goals: (1) we should understand the components that comprise theory; and (2) we should incorporate this knowledge into the theory of leadership. There isnt one right definition of leadership. There are various leadership theories out there, and when you limit leadership to one definition, you also limit the value of true leadership. Leadership can be something very difficult to describe or explain. It is abstract. There isnt a certain shape that it takes, or there isnt one specific direction. Depending on the leadership theory that you are talking about, one person could be considered successful and the other a failure. Leadership theories are founded on a persons opinion. Many theorists have put forward their own views and formulated their own theories regarding leaders and leadership. The author will explore some of the theories on the subject of leadership. 2.1 Great Man Theory The Great Man Theory is associated most often with 19th-century commentator and historian Thomas Carlyle. This theory assumes that leaders are born and not made. Leaders usually were members from the aristocracy since they only got a chance to lead; hence, it was considered that good breeding contributed in making great leaders. The concept of a Great Woman was not explored and andocentric bias was never realized. In addition, the theory also states that when there is a great need, then a great leader arises, like Buddha, Jesus, Churchill and Eisenhower. 2.2 The Trait Theory This theory assumes that human beings are born with inherited traits and the right combination of traits makes them a leader. Hence, leadership was a matter of traits whether inherited or acquired otherwise. Stogdill (1974) identified certain traits like adaptability, socially aware, achievement oriented, decisive, dominant, energetic, cooperative, assertive, self-confident, persistent, responsible, and capacity to tolerate stress. McCall and Lombardo (1983) identified four basic traits, namely, emotional composure and stability, intellectual breadth, highly developed interpersonal skills, and the capacity to admit errors. Although leadership trait theories are popular, it is viewed by many as very simplistic. There are those that argue that trait theories attribute the success of leadership solely to his or her personality and physical traits or characteristics without regard to the situational context. The trait approach is considered too simplistic as an explanation of the complex leadership phenomenon. 2.3 Participative Leadership Theory This theory assumes that the conclusion of many minds makes a better decision than the judgment of a single mind. Hence, the leader invites participation from the persons responsible for carrying out the work, since it makes them less competitive and more collaborative, thereby increasing their level of commitment. Participants may be subordinates, peers, superiors, or stakeholders. The extent of participation may vary. The leader may outline the objectives or goals and allow the team to decide how it can be achieved or the leader may allow a joint decision to be taken with respect to objectives and its method of achievement or the team may propose but the final decision is always of the leader. Many varieties exist, like consultation, democratic leadership, Management By Objectives (MBO), power-sharing, empowerment, and joint decision-making. The negative side of this theory is that when a leader asks for opinions and does not find them suitable, then it leads to cynicism, feelings of betrayal, reduced motivation and decreased level of commitment. 2.4 Lewins Theories Kurt Lewin along with others conducted experiments in 1939 and came up with three styles of participative leaderships, namely autocratic, democratic, and Laissez-faire. In the autocratic style, the leader took the decisions without consulting others. In the democratic style, the leader took the decisions after consulting others or let the majority decide on what is to be done. In the Laissez-faire style, the leader lets others decide on the decisions to be taken. Lewin et al. discovered that the autocratic style led to revolution, the Laissez-faire style lacked enthusiasm and coordination, while the democratic style proved to be the most effective. Since these experiments were done on children, they still required further study and research. 2.5 Likerts Theories Rensis Likert (1967) theorized four styles, namely, exploitive authoritative, benevolent authoritative, consultative, and participative. In the exploitive authoritative style, the leader uses methods as threats, coercion, and other fear-based methods to enforce conformance. It is always a top-down approach and the views, feelings, of others are given no value. In the benevolent authoritative style, the leader becomes a benevolent dictator and uses rewards to motivate performance. The leader listens to rose-tinted views from the subordinates as they tell only what the leader likes to hear in the hope of gaining rewards. Trivial delegation of decision is done, however important decisions are always made centrally. In the consultative style, the leader seeks consultations, however, most upward flow of information is still rose-tinted and the decision is almost taken centrally. In the participative style, the leader invites participation across all levels, including the shop floor worker , and attempts to make the employees psychologically closer are made. Dissensions, arguments, feelings of betrayal all take place in this style. The leader becomes a father figure and a cult head, whose saying ultimately becomes the final decision. 2.6 The Charismatic Leader Theory This theory assumes that leaders gather followers simply by their charm, grace, and personality. If a leader is not a natural charismatic leader then that individual takes a lot of trouble in maintaining the image and developing requisite skills. They are usually very persuasive and use their body language very effectively. In a theatrical sense, charisma is played out as exhibited by politicians, religious and cult leaders. Conger Kanungo (1998) have elucidated five characteristics of charismatic leaders, namely, clear vision and its lucid articulation, sensitivity to the environment, sensitivity to the needs of the members, ability to take personal risks to support their viewpoints, and ability to perform unconventional behavior. Musser (1987) noted that charismatic leaders wanted their followers to commit to absolute devotion to themselves. The charismatic leader may not want to change anything or transform anything unlike the transformational leader. If the charismatic leader is well-intentioned then they can contribute significantly to the growth of the entire group, however, if they are Machiavellian and selfish, then by the creation of cults, they can effectively rape the minds and bodies of their followers. Their own self-belief can lead them into psychotic narcissism and their self-absorption is so high, that their irreplaceability, intentional or otherwise, can guarantee no successors and thus they make a permanent mark in history. 2.7 The Transformational Leader Theory The concept of transformational leadership was initially introduced by leadership expert and presidential biographer James MacGregor Burns.1 According to Burns, transformational leadership can be seen when leaders and followers make each other to advance to a higher level of moral and motivation. Through the strength of their vision and personality, transformational leaders are able to inspire followers to change expectations, perceptions and motivations to work towards common goals. Later, researcher Bernard M. Bass expanded upon Burns original ideas to develop what is today referred to as Bass Transformational Leadership Theory.2 According to Bass, transformational leadership can be defined based on the impact that it has on followers. Transformational leaders, Bass suggested, garner trust, respect and admiration from their followers. This theory assumes that a leader with vision and passion can achieve great things by inspiring, injecting enthusiasm and energy, and thereby transform the individual or the group towards the attainment of individual or group goals. Transformational leadership is concerned with the performance of followers and developing them to their fullest potential. Tesco is considered as the most successful retail company in the United Kingdom. The success of Tesco was heralded by the appointment of Terry Leahy as the Chief Executive Officer. Leahy is considered as a visionary and transformational leader who led the company into a series of organizational changes that aimed for the company to become more customer-focused and to develop the companys workforce. Terry Leahy is revered as an excellent leader. Leahy was reported to say that he believes that the success of a leader depends upon maintaining a happy workforce. According to him, there are four things that a leader must provide to his workers and followers to satisfy and motivate them. These are: A job that is interesting to do A chance to get on in life To be treated with respect A boss who is some help and not their biggest problem 2.8 The Transactional Leadership Theory This theory states that people work for reward and punishment. A clear chain of command with loyalty as the primary focus works best in social systems. The subordinate should only do what the leader tells to do without trying to find out the justification for it. The leader creates clear structures and the subordinates are required to follow. For successful completion of the work, they are rewarded whereas for unsuccessful completion, they are punished. The leader uses management by exception, that is, once the operation has defined performance expectations then it does not need much attention. Exceeding expectations gets praise whereas not fulfilling expectations gets corrective actions. The limitation of this approach is that it is assumed that the individual is a rational man (a person who is largely motivated by money and hence whose behavior is predictable), which he may not be due to emotional and social factors. In such a situation, other approaches may prove to be more effect ive. 2.9 The Situational Leadership Theory This theory assumes that the action of a leader depends on a number of situational factors, like motivation and capability of followers, relationship between the leader and the followers, stress, mood, etc. Yukl (1989) has identified six situational factors namely, subordinate effort, subordinate ability and role clarity, organization of the work, cooperation and cohesiveness, resources and support, and external coordination. 3. Cross Culture Differences in Global Organisation Leadership style is a part of cultural distinctiveness. The international business faces different challenges and obstacles in geographical, financial, legal, political and cultural environments. Culture presents challenges that make human interactions difficult. Cultural differences are found in areas such as language, values, and behaviors. The cultural environment in which an international business operates in has an enormous impact on the organization. Cultural differences according to Graham (2001) are often not obvious and associated problems are neither easily diagnosed nor corrected. Cultural differences have a huge impact on the efficiency of the international enterprise, and particularly on the management of people. Every country has a different culture that sets it apart from the rest. Every country has a different history, government and laws. The more countries with which a firm interacts, the more complex and difficult conducting business becomes. According to Briscoe et al (2004) the primary cause of this complexity and high level of difficulty has to do with the importance and critical nature of the differences between various countries cultures. Dutch business professor Geert Hofstede (2005) has described culture as a pattern of thoughts, feelings and actions that every individual carries within them, a pattern which is developed and learned through out ones lifetime. He also conducted what is considered as the most influential work on business cultures. Hofstede identified five cultural dimensions that affect international businesses. These dimensions are: Power Distance, Uncertainty Avoidance, Individualism vs. Collectivism, Masculinity vs. Femininity and Short-term vs. Long-term Orientation. 4. The Impact of Culture on Human Resource Management Perhaps one of the area in the international business that is most affected by culture is Human Resource Management (HRM). According to Sims (2002) culture is essential to International Human Resource Management. The research conducted by Hofstede (1980) revealed that culture has huge implications for Multinational Corporations. According to Hofstede differences in culture may significantly affect HRM practices. Organizations that plan to establish businesses outside their home countries must realize that employing people with different culture and orientations might cause difficulties and collision between the organizations business practices and the culture of the host country. In principle, it is believed that a large contradiction between the multinational companys HRM practices and the host countrys culture is a main ingredient in failure. Wide-ranging cultural differences from country to country require corresponding differences in HRM practices among a companys foreign subsidiaries. The mix of cultures in the subsidiaries of a multinational company and the level of cultural differences among the subsidiaries will restrict the IHRM approach taken by an organization (Sims 2002). International Human Resource Management is the process of procuring, allocating and affectively utilizing human resources in a multinational corporation.   HMM managers in multinational corporations need to achieve two somewhat conflicting goals. First, they must integrate HRM policies and practices across a number of subsidiaries in different countries so that overall corporate objectives can be achieved. At the same time, the approach to HRM must be sufficiently flexible to a llow for significant differences in the types of HRM policies and practices that are most effective in different business and cultural settings (Sims 2002). 5. Nestle UK and Nestle India cross culture case The existence or presence of the Nestle Corporation in different countries around the world provides realization of the incidence of cross-cultures and cultural diversity in a particular business. The prevalence and practice of a specific culture in a specific company provides significant changes and differences in its approach in terms of production, operations, sales and market share. Thus, in this regard, organizational culture serves to be one of the major factors that affect the performance and communication in the entire organization, most especially in terms of operating and maintaining an international organization, such as Nestle. Henri Nestle founded the company in 1867 in Switzerland, as a manufacturer of infant cereals. Nestle corporate culture is extended to all branches and locations of the company around the world.   Ã‚   One of the most successful branches of Nestle Company in Asia is Nestle India Limited. The mother company set up its operations in India in 1912 as a trading company, and began as a manufacturing company in 1961 at the Moga factory. All manufacturing and marketing plants in India are in charge of the different brands produced in India, namely, milk and infant dietetics, culinary products, cereals, beverages and instant drinks, chocolate products and confectioneries, and chilled dairy products (2004). It employs over 3000 employees, and is regarded as one of the Most Respected Companies and amongst the Top Wealth Creators of India (2004). On the other hand is Nestle UK, which started as a sales office in London in 1868. By 1901, Nestle opened its first factory in the United Kingdom, and by 1905 it merged with Anglo-Swiss Condensed Milk Company. Currently, it produces and manufactures brands such as Nescafe, Kit Kat, Polo, Smarties, Aero, and Black Magic (2007). From this information, the different cultures that exist in both organizations and branches of the Nestle Corporation can be assumed. It has been reported that Nestle India has been strictly adhering to the business objectives of its mother company. The business objective of the company is to manufacture and market products that would sustain and create value for the consumers, stockholders, employees, business partners, and the economy of India over a long and significant period of time. In this regard, Nestle India is conscious of the fact that its success is the reflection of the professionalism, conduct and ethical values of the entire management and employees of the company. As such, the company aims to make sure that the companys operations and processes would be characterized with the highest standards of ethical and responsible conduct. In addition, the significant and distinct characteristic of Nestle India can be observed through its Corporate Business Principles and Management and Leadership Principles (2007). Based on Nestle Indias Business Principles, it can be perceived that the business practices of the company, particularly in terms of their respective decisions are characterized by typical Asian traditions, beliefs, and practices. It has been reported that one of the most successful departments or divisions of Nestle India is its chocolate and confectionery division. Being typically Asian, Indian workers in the company work altogether and collectively. Indians, like the rest of the other Asian nations tend to increase their interactions with one another, as with any other Asians, collectivism and group participation is an important aspect of work and interaction. On the other hand, being Western, the culture in the chocolate division of Nestle UK may not be as similar as the culture of Nestle India. This is because British employees, in general, are individualistic, independent, frank, and very open-minded individuals. Unlike the Indian employees, British employees may be somewhat more individual and more independent, thus, require less interaction from co-workers and other colleagues. British employees are performance-driven and goal-oriented, thus, chatting during working hours are not their required form of interaction in the working environment. This is further strengthened by the fact that Nestle UK is one of the dominating chocolate manufacturers in the United Kingdom, being part of the 3.6 billion Euros revenue of the UK chocolate market in 2004 (2005).   Another distinct data or characteristics that can be differentiated between the two branches of Nestle are the differences between their languages, religions, cultural beliefs, economy, politics, and social status. The major language of India is Hindi, while the major language spoken by the British citizens is English. The major religion of India is Hindu, while majority of the British citizens are Christians. In terms of cultural beliefs, Indian beliefs are rooted from their religion, Hindu, thus, their practices and values as well. This is also similar with the British, whos beliefs and cultural practices stem from Celtic and Christian beliefs. In terms of social, economic, and political status, India is considered a developing country, given its population and way of life, while the United Kingdom is regarded as one of the most powerful developed countries in the world. As such, in incidence of cross-cultural communication, discrimination, conflict, misunderstanding, and cultu ral ethnocentrism may exist.   In the event that a British national works in the Nestle India manufacturing plant, and vice versa, it can be assumed that problems and issues can be encountered, due to differences of approaches, culture, and language involved. In this regard, it can be assumed that changes in cross cultures may entirely affect business practices of an organization, even despite the influence and guidance of its mother company. This is because the approach of each Nestle company is customer-oriented, and based on the needs, preferences, and tastes of its consumers. In this regard, the sweetness, packaging, and taste of a particular chocolate confectionery in India, may be significantly different from the products in the United Kingdom. In addition, some products in the United Kingdom may not be present or available in India. 6. International Leadership Leadership style is a part of cultural distinctiveness. Among the western nations, American leadership style has been developed in the United States and the German leadership style embraced in Germany. France has it independent style. Likewise, in Asia a variety is present, and, Japan has promoted its independent distinctive style. Corporate leadership continues to be a quintessence of every nations old cultural legacy. UK follows a practical style of leadership. British leaders customarily stress upon social skills and practicality. Their courtesy, openness, self-discipline, and willpower are cultural assets. This guides them to be involved with interpersonal proficiency and advice. British leaders are more characteristic compared to their Portuguese or Spanish equivalents. Leaders are quite job-oriented and, reticent and courteous, thereby creating impersonal and proper settings for business dealings. In addition, British leaders possess a shorter-term viewpoint for their business development compared to the Swiss, Japanese and Germans. The leadership style of Italy, in contrast, has increased levels of autocracy with stress on the hierarchical pattern. Decision competencies are more focused on the top leadership, who is concerned with every facets of the business. 7. Case study of McDonalds operation in Europe The McDonalds Corporation is the largest food service operation in the world in terms of system-wide sales. At the beginning of 2000, it was operating more than 25,000 restaurants in 116 countries. A modest estimate of its current worldwide workforce would be around 1.5 million people, and 10 million people are estimated to have worked for the corporation since it was formed. More than one in ten Americans are considered to have got their first job at McDonalds, and it has now taken over from the US Army as having Americas largest job-training programme (Vidal, 1997 cited in Royle 2000, p. 16). It is an incredibly successful multinational and is expanding at a breath-taking rate. It plans to open between 2,500 and 3,200. In order to deal with different environmental factors in different countries, McDonalds has established a head office in every country where it operates. The head office in the United States still plays an important part in the decision-making. The U. S. head office regularly monitors the activities of its overseas operations. It has an international division, and its US consultants sometimes take part in European meetings. Meetings frequently take place between various European heads to discuss matters of cross-national importance (Royle, 2000). The structure of restaurant operation and administration in each country tends to follow similar pattern, but in some countries it appears to be more complicated than others. In some countries, some restaurants are operated as joint ventures or through holding companies. In most of the larger countries such as Germany and the UK, operations are usually split into several regions and are administered through regional offices in the major cities Royle, 2000). The heads of departments for each functional area are usually situated in the head offices (for example London and Munich), these functional areas being the executive, marketing, finance, personnel, purchasing, real estate, technical appliances and administration. Although there is a high level of central control, operations are normally administered directly from the regional offices. McDonalds system is very flexible in overcoming cultural, political and economic differences and obstacles in different societies (Royle, 2000). Fr anchise restaurants are local in the sense that they understand local issues, local culture and the kind of obstacles likely to confront the McDonalds system. Industrial relations, and specifically the relationship between the worker, the union, and the employer, vary dramatically from country to country. In Germany, for instance, codetermination is the rule. Here, employees have the legal right to a voice in setting company policies (Sims, 2002). The ability of trade unions to organize and gain recognition for collective bargaining at McDonalds varies considerably in different European countries.   In the case we see that culture has a tremendous impact on the operation of a multinational company McDonalds. The company operates worldwide. Although decision-making is still influenced by the head quarter in the United States, every country has a head office that deals with different issues particularly in the area of culture. We also see that the employees from different countries exhibit different values, attitudes and behaviours. These are derived from their culture. We see that McDonalds has become successful by implementing a localized strategy. The culture of the host country is taken into consideration. 8. Conclusion To conclude this leaders generally do not follow a single approach and they mix and match as per their needs and requirements. In critical situations, they are more dictatorial in nature as they face the prospect of failure. Leaders generally exhibit integrity, dedication (spending whatever time and energy that is required to get the job done, rather than giving it the available time), humility, openness (ability to understand new thoughts and ideas), and creativity . In order for business to be conducted smoothly, leaders need to aware of international cross cultural and need to adapt flexibly. Successful business leaders must shape their organizations to be more nimble and flexible, less hierarchical, and more networked. The fate of future business rests, in part, on how well business leaders can anticipate change, demonstrate authentic leadership, maximize the power of their talent, and embrace social responsibility. Todays leaders are already facing challenges and changes that are rapidly transforming where, how, and with whom they do business. Leaders who are adapting their strategies are merely keeping pace with change. A more strategic view of agility is about leaders anticipating trends and proactively defining innovative strategies.

Canon Company Introduction History and Culture

Canon Company Introduction History and Culture Index History of the company History of Logo Company Officers Corporate Organization Chart Company Business personal Business Office Professional Industry Achievements Why Canon is a Groundbreaking brand? Picture Gallery References History of Company. The company was started in 1930s. Now this company is one of the global leaders and the best market leaders in cameras, camcorders, printers and optical products. In past this company was originally named Seikikogaku Kenkyasho, meaning precision optical industry. The founded by Takeshi Mitharai, Goro Yoshida, Saburo Uchida and Takeo Maeda. Founders goal was to create Japans first-ever 35mm camera with focal plane shutter When these four founders couldnt purchase any necessary equipment, they made a camera with Nikon Corporation. They include Nikon lenses for the Canon cameras. Canon team made their first prototype of a camera for the first time in Japan. It was named as Kwanon. Over the years, the name switched from there to canon camera Co Inc. and Finally Canon Inc. in the 1960s. Canon Company always believed in ground breaking inventions. They started to thinking out of the box and they always applied their things with future in mind, therefore brand and business started growing rapidly. Canon started to take over the market. This company was always the first to launch something new to the world. After the canon foundation was established eventually. In 1934:- Canon make their first Camera Product, 35mm focal- plane-shutter camera. In 1935:- Their company registration with the trademark. In 1936:- They introduce their 35 mm focal-plane-shutter camera to the market. In 1937:- Precision Optical Industry, Co., Ltd. is founded. In 1939:- In-House production of Serenar Lens commenced. In 1940:- Japans first indirect X-ray Camera is developed by Canon. In 1942:- Takeshi Mitarai is appointed as president of Precision Optical Industry, Co., Ltd. In 1945:- They started to make midrange J ll focal-plane-shutter camera. In 1946:- The Ginza Camera Service Station opens and Canon Sll is introduced. In 1947:- The Company became Canon Camera Co. Inc. and Japan government gave their priority to canon when Japan resumed export activities. In 1949:- In this year canon ll B camera released. In 1951:- Serenar 50mm f / 1.8 lens is introduced. In 1952:- They launched the IV sb camera. In 1954:- They improved IV sb before the sale next stock. In 1955:- Cine 8T Movie Camera development began in this year. And they opened New York branch Office. In 1956:- They released Canon First 8mm Movie camera Cine 8T. In 1957:-Canon Europa, is established in Geneva. In 1958:- They introduced zoom lens for television broadcasting. In 1959:- They introduced their first SLR camera Canon Flex. And Canon Reflex Zoom 8 was born. In 1960:- They developed a magnetic head for use in VTrs. And they entered the market for magnetic heads. In 1962:- They developed their five year plan entry into the business machine market. And they developed the R lens for SLR cameras. In 1963:- They started their works on optical fiber development. And they introduced X-ray mirror camera. In this year they introduced Canon Demi pocket camera. In 1964:- this year FL lens series to replace the R lens, its get the same appearance of FX system. And they opened Tamagawa factory producing 8mm movie cameras and lenses. The main thing was Canola 130, the worlds first 10-key electronic calculator they introduced. In 1965:- This year they enter the photo-copying machine field with the introduction of the Canofax 1000. And they established Canon U.S A. Inc. In 1967:- This year was the 30th anniversary of the canon slogan. And they established Canon Latin America, Inc. In 1968:- This year they established canon business machine sales Inc. in Japan. They introduced their NP system the original electro-photography technology. And also they introduced the plain paper copier to market. In 1969:- This year they changed their company name to Canon Inc. Furthermore they established their Fukushima camera manufacturing plant. In 1970:- This year Canon introduced their NP-1100 Japans first plain paper copier to the market. In 1970 year they introduced their first mask aligner PPC-1. In 1971-1980 Canon Company started their four organizations marketing their canon brand and their production equipments in New York, Philadelphia, Chicago and Los Angeles. In 1980-1999 Canon company make new standards for Color, Black and White and fax technology. End of the 1990s all four sales companies purchased by CANON U.S.A. In 2000-2010 this time period Canon U.S.A their four foundational companies changed their marketing tricks. In 2003 New York and Philadelphia sub companies merged with canon business solutions, Inc. In 2008 three regions officially combined with the Canon Business Solutions, Inc. This combined strength give the best effort to go better position Canon. Canon Business Solutions opened more than 50 offices around the U.S country. Because they wanted to give the best service for their valuable customers. In present: Canon U.S.A Company merged with North America Canon Business Solution to from one of the largest imaging business to business sales organization in the world. This merged company named as Canon Solutions America, Inc. History of Logo The logo canon holds such meanings. It effectively shows Canons corporate spirit, this aims to set a global standard for advanced technologies and service while becoming a top in the industry to which will direct ones hopes or ambitions towards achieving something. The Canons logo, introduced in 1935. Although it changed allover to present logo as company grows. Without being affected these modifications, the strong character without absorbing it in the sweeping inward stroke of the C has remained intact from the day that the company was founded. Make great efforts to achieve for consistent behavior in communication since day one has greatly contributed to the worldwide. The present canon logo contains a vivid red color, although it has undergone for a number of changes before it reaching the present logo. In 1933, when precision optical instruments laboratory was established, they use the name Kwanon to cameras manufactured on the trails basis at this time. This title reflected the quality of being well meaning of Kwanon, the Buddhist Goddess of Mercy, and include the companys vision of creating marvelous magnificent cameras in the world. The logo also represent the image of the Goddess kwanon with 1000 arms and flames. When the company attempt to find to begin full-scale marketing, it needed a fantastic brand name that all the people will accept in the world. So, for this an attitude to a particular issue, in 1935 the name Canon was registered as the official trademark. This word Canon has a number meanings such as scriptures, criterion and standard. The trademark therefore showing the qualities that deserve the specified action of a company involved with fact of being exact and accurate equipment, where accuracy is fundamentally important. It is also be an expression of the companys desire to meet world-class principal and industry standards. Although these both words Canon and Kwanon had the same pronunciations, the transition went smoothly. A designer specializing in advertising created the original Canon logo in 1935. The C was exclusive in that its top end curved inward, ending in a sharp point. This style of particular design of type did not then exist in Europe or North America. The Canon name and logo were designed to show the companys global prospect, which it adopted right from beginning to the present. In 1947, Precision Optical Instruments Laboratory underwent quite a few name changes before the adoption of Canon camera Co, Inc. This change was important in that Canon brand and company names were unified for the first time in its history. Several versions of logo were also used, until a unified version was created in 1953. After further clarification, the logo of present was perfected in 1955, it has remained unchanged for nearly half a century. Company Officers CEO Fujio Mitarai President Masaya Maeda Executive Vice PresidentToshizo Tanaka Senior Managing Director Shigeyuki Matsumoto Audit and SupervisorsMakoto Araki Kazuto Ono Executive Vice Presidents Yoroku Adachi       Toshio Homma Senior Managing Executive OfficersHideki Ozawa Seymour Liebman Rokus van Iperen Managing Executive OfficersYasuhiro Tani Kenichi Nagasawa Naoji Otsuka Hiroyuki Suematsu Shigeyuki Uzawa Masanori Yamada Aitake Wakiya Akiyoshi Kimura Eiji Osanai Masaaki Nakamura Akio Noguchi Ryuichi Ebinuma Yuichi Ishizuka Kazuto Ogawa Executive Officers Shunsuke Inoue Takayuki Miyamoto Katusumi Lijima Soichi Hiramatsu Kazuhiko Noguchi Masato Okada Yoichi Iwabuchi Hiroaki Takeishi Takashi Takeya Nobuyuki Tainaka Takanobu Nakamasu Toshihiko Kusumoto Akiko Tanaka Go Tokura Ritsuo Mashiko Hissahiro Minokawa Noriko Gunji Canon Organization Chart Company Business Canon Company have wide range of businesses around the world. They specialize in image and optical products, camera, photocopiers and printers. Canon Company has become a leader in digital imaging, office printers, copiers, fax machines, and broadcasting equipment. They have more than 200 companies worldwide. They have some business types. *Personal *Office *Professional *Industry these are the categories of their business. Personal They have many products under this. For a person who want to capture the moments, scenes from travels, special occasions, Canon Company develop the best products for these things. These are the some products they have, Interchangeable Lens Digital Cameras Digital Camcorders Digital Camcorders Connect Stations Inkjet Printers Office Canon Company have high-quality printers and products for office use. And also they have software solutions and cloud-based document services and other technologies. Canon Company offers wide range of tools and products for office work environments. Laser Printers and Multifunction Printers Large Inkjet Printers Multimedia Projectors Business Inkjet Printers Professional Canon professional use products are made with high technology. Their professional cameras provide high image quality. Canon image products earned the trust of the top professionals in world. In the medical field their imaging technologies deliver the best support. These are some products at Professional level. Digital Cinema Cameras Professional Displays Ophthalmic Equipment Digital Radiography Professional Photo Inkjet Printers Industry Canon Company produces the high-performance, high-image-quality industrial equipment. They have many products in this category, these are some of their products. Digital Production Printing System 3-D Machine Vision Systems Semiconductor Lithography Equipment Commercial Photo Printing MR Systems Achievements Since the beginning of Canon Company in 1930, it has achieved many things so far in its journey of nearly 86 years till now. This multinational company is recognized as one of the greatest companies because of its great achievements. Canon achieved greatness in several areas which they develop their products to. They achieve so many things mainly because of world known quality of their product. Canon Company achieved productions of its interchangeable lenses surpasses 100 million mark as worlds first in 2014. Canon Company celebrated production of 110 million interchangeable EF lenses in 2015. Canon Company celebrates production of 50 million EOS-series SLR cameras. Canon Company wins five Winter pick Awards in 2015 K-35 Macro Zoom Lens K5 * 25 win Scientific or Technical Award U.S Academy Awards in 1973 EF35-350mm USM Best Lens in Europe, TIPA European Photo and Video Awards in 1993 Canon Eye Focusing Control Win Best Technology and Design In Europe, TIPA European Photo and Video Awards. EOS-IV TIPA Best SLR Camera in 2000 and also it win European Professional Camera of the year. DIGITAL IXUS TIPA Best Digital Compact Camera, TIPA Best European Photo and Imaging Awards in 2001 EOS- 1D TIPA Best Digital Camera In 2002 EOS-1Ds Camera of the year and EISA European Professional Digital Camera of the Year in 2003 EOS-1D Mark ll TIPA Best Professional Digital SLR Camera and EISA European Professional Digital Camera Of the year in 2004. EOS-1Ds Mark ll TIPA Best D-SLR Professional Digital Camera in Europe in 2005. EOS 5D EISA European Professional Camera of the year and TIPA Best D-SLR Professional in Europe 2006 EOS-1D Mark lll TIPA Best D-SLR Professional in Europe and EISA European Professional Camera of the year in 2007 EF-S55-250mm TIPA Best Entry-Level Lens in Europe in 2008 EOS 5D Mark ll, Camera of the year and European Advanced Camera EISA Awards in 2009 EOS 7D TIPA Best DSLR Expert and EISA European Advanced SLR Camera in 2010 EOS 600D TIPA Best Entry Level Product and European Camera of the Year in 2011 EF70-200mm f2.8L IS ll USM TIPA Best Professional Lens in 2011 EOS 1D X Best DSLR Professional TIPA Awards and iF Product Design Awards in 2012. And also EOS 5D Mark lll Best Video DSLR TIPA Awards and European Advanced SLR Camera in 2012. EOS 6D Camera Journal Press Award , Good Design Award, Best DLSR Expert TIPA Awards in 2013 EOS Remote Smartphone App Good Design Award 2013 Canon 70D Bes DSLR Advanced TIPA Awards and Camera Journal Press Award in 2014 EOS 7D Mark ll European Prosumer DSLR Camera EISA award , Best DSLR Expert TIPA Awards in 2015 EOS 5Ds, EOS 5Ds R European Professional DSLR Camera EISA Award in 2015 EOS-1D X Mark ll Best photo / Video Professional Camera TIPA Awards and European Professional DSLR Camera EISA Awards in 2016 Why canon is a Groundbreaking brand? Whats groundbreaking about canon brand is that it always sets new standards in areas which they develop their products to. They always try to include new technology in their products and let customers experience things that they never experienced before. Since they developed their first camera in 1930, they had a vision to improve quality and to produce better products than its rivals. This journey is very special as canon always tried their best to provide quality product to their customers. Picture Gallery References https://www.dpreview.com http://www.robgalbraith.com/ http://cmu1.jp.canon.com/camera-museum/history/canon_story (Translated to english version in chrome translator) http://www.kaisyahakken.metro.tokyo.jp/success/example/ (Translated to english version in chrome translator) http://www.canon.com/technology/approach/history/op-tech.html http://sgalagan.com/canon-company/ http://www.canon-bm.com.ph/index.html http://www.kenrockwell.com/canon/fd/ae-1-program.htm http://www.medwow.com/med/retinal-camera/canon/cr-45nm/61243.model- spec http://uk.iofc.org/ryuzaburo-kaku-1926-2001 http://www.mrmartinweb.com/35mmslrauto.html http://petapixel.com/2011/03/23/evolution-of-canons-name-and-logo/ http://digital-photography-school.com/printers-laser-vs-inkjet/ https://shop.usa.canon.com/shop/en/catalog/connect-station-cs100 http://www.camerahouse.com.au/products/Compact-Cameras.aspx http://www.winuxsolutions.in/products.php?pg=pfname=printersscanner id=yes https://www.usa.canon.com/internet/portal/us/home/products/details/digital-radiography-fluoroscopy/digital-radiography-solutions/radpro-urs-universal-radiography-system http://www.japanbullet.com/technology/canon-pixma-pro-10-professional-photo-inkjet-printer https://www.usa.canon.com/internet/portal/us/home/explore/product-showcases/industrial-products/litho-products http://global.canon/en/c-museum/history http://www.canon.co.uk/about_us/press_centre/press_releases/industrial_products_news/optrafair_2015.aspx

Distinguishing Between Good and Bad Fats in the Human Diet Essay

Contrary to public belief, not all fats that we consume are bad. Similar to our lesson in complex carbohydrates and added sugars, the key is to be able to distinguish the â€Å"good† from the â€Å"bad,† as well as to learn ways to select leaner food products more wisely and to moderate our total daily fat intake. The fats that are considered â€Å"bad† are the saturated and trans-fatty acids, which are both associated with raising LDL cholesterol (Whitney & Rolfes, 2005, pg 159). An elevated level of LDL cholesterol is linked with artherosclerosis, a plaque formation in arterial walls that causes stiffening and the loss of elasticity in their smooth muscle (Marieb & Hoehn, 2007, pg 980). Plaque formations not only pose increased risk for stroke and heart attack, but they also cause a narrowing of the blood flow through arterial vessels and raise blood pressure (Whitney & Rolfes, 2005, pg 159). In order to prevent the potential for such a trickle down, domino effect towards increasing one’s likelihood for cardiovascular disease, we can intentionally try to avoid intake of food sources that contain saturated fats, such as: whole milk, butter, cheese, fatty cuts of beef and pork, and tropical coconut and palm oils; in addition to products containing trans fats, including: vegetab le shortening, margarine, imitation cheese, and meat and dairy products (Whitney & Rolfes, 2005, pg 159). Baked goods, fried foods, and snack chips may also include trans-fats in their ingredients or cooking method. Considerable reduction, replacement, or complete omission of these â€Å"bad† fats from the diet could make a significant difference in preventing these deadly heart diseases. Conversely, the monounsaturated fats (in olive, canola and peanut oils; avocados) ... ...ds (McMurry, Castellion, & Ballantine, 2007, pg 748). At room temperature, saturated fats (i.e. lard, butter, bacon grease) solidify because their hydrocarbon chains are stable and can pack together (McMurry, Castellion, & Ballantine, 2007, pg 770). Plant-derived polyunsaturated fats (sunflower, safflower, soybean, and corn oils) are unstable and remain in liquid form at room temperature, because of the rigid kinks of the cis double bonds (McMurry, Castellion, & Ballantine, 2007, pg 752). The more double bonds that a polyunsaturated fat contains, the less it is able to bind together as a solid (McMurry, Castellion, & Ballantine, 2007, pg 752). Other than identifying foods having the â€Å"bad† saturated or trans-fats with safe food containing the beneficial â€Å"good fats,† the difference between the two ultimately is found within the molecular structures of fatty acids.